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Groundwork Yorkshire and the Humber Dalton Lane GROUNDWORK YORKSHIRE AND THE HUMBER DALTON LANE, KEIGHLEY LANDSCAPE IMPLEMENTATION PLAN Prepared by: Groundwork Yorkshire and the Humber Environment & Business Centre Merlyn Rees Avenue Morley Leeds LS27 9SL January 2007 Dalton Lane - Landscape Implementation Plan - Final report 1 2 Dalton Lane - Landscape Implementation Plan - Final report CONTENTS SECTION CONTENTS PAGE NO. 1.0 Introduction 5 1.1 The Dalton Lane Concept 5 1.2 Introduction to the Landscape Implementation Plan 9 1.3 Partners in the implementation plan process 9 1.4 The study area 10 1.5 Location maps 11 2.0 Landscape analysis 13 2.1 Landscape analysis methodology 13 2.2 Analysis criteria 14 Landscape Analysis plan (A3 insert) 17 3.0 Landscape Implementation plan 19 3.1 Methodology 19 3.2 Implementation plan criteria 21 Landscape Implementation plan (A3 insert) 23 4.0 Action plan 25 APPENDICES Appendix 1: Background information 63 Appendix 2: Business support activities 65 Appendix 3: Red Walk 67 Appendix 4: Potential consultees (not exhaustive) 69 Appendix 5: Dalton lane, Keighley Industrial Area. Baseline study 71 final report Dalton Lane - Landscape Implementation Plan - Final report 3 4 Dalton Lane - Landscape Implementation Plan - Final report DALTON LANE - LANDSCAPE IMPLEMENTATION PLAN 1.0 INTRODUCTION 1.1 The Dalton Lane Concept Groundwork Yorkshire and the Humber have been running a Green Business Parks Programme throughout the Yorkshire and Humber region (see appendix 1). During a series of meetings and networking events, Groundwork Yorkshire and the Humber and the Airedale Partnership saw the opportunity to create a unique concept for the Dalton Lane area of Keighley, West Yorkshire, to utilise Groundwork’s experience of Green Business Parks and to drive forward the momentum of the current two pronged regeneration catalyst in the area. The current regeneration comprises of the re-development of the Keighley College site to the south west of the study area and the re-development of Dalton Mills, both with the potential to create a very different dynamic for the area as a whole. In September 2006, Groundwork Yorkshire and the Humber, The Airedale Partnership and Groundwork Environmental Services (Leeds) Limited provided funding for the development of a bespoke Green Business Parks programme for the Dalton Lane area. The funding will be used to build upon the information collected and the recommendations highlighted in a baseline study, completed in December 2003. An executive summary of the baseline study is detailed in the following paragraphs: 1.1.1. Introduction The aim of this baseline study was to deliver a technically robust assessment of Dalton Lane, Keighley industrial area businesses against set criteria. The specified study was carried out over a 12 week period and was completed in December 2003. This report relates to a well-established industrial area situated to the north-east of the town centre with the River Worth running through the area. The set criteria was to make area-specific recommendations relating to the Green Business Park project’s 5 key sustainability outputs. Dalton Lane industrial area is a very well established mix of the older housing, traditional businesses of Keighley but includes a few more modern activities. There are no specific development or improvement plans for the area, which has been suffering from a gradual deterioration of maintenance and constantly suffers the negative impacts of drug-related crime and other anti-social behaviour. This has resulted in the overall conclusion of this report that the study area would greatly benefit from the delivery of the UK Green Business Park project to realise the significant potential that is clearly present. In particular it has been identified that the location has certain desirable advantages such as proximity to the rail network, town centre and trunk roads. It also has the potential to develop a character related to its heritage and location to ‘Bronte’ country. If the overall priorities and key improvement issues set out below can be economically and effectively addressed, then there can be a high degree of confidence that the area will become more attractive to businesses looking to locate in Keighley. This will bring with it much needed additional investment and help to build on current investment levels. Dalton Lane - Landscape Implementation Plan - Final report 5 1.1.2. Key Issues on the Estate The following table sets out 17 key issues on the estate identified through the study process. These are related to 3 defined Overall Site Priority areas. Overall Site Priority Key Issues Identified A. Improve security Uncoordinated approach to site security and tackle anti-social Lack of CCTV within the area behaviour Lack of site lighting, including street lighting Accessibility throughout the area by potential drug dealers, thieves and vandals etc Rising incidence of fly tipping The level of semi-dereliction across the area Lack of policing in the area Proximity of housing within and close to the area B. Improve traffic Profile, status recognition and clear identity for the area management, identity Lack of external identity/navigation signs to the area and image of the area Lack of internal navigation signs within the area Poor general maintenance e.g. street signs, road markings, pavements, traffic management The presence of derelict land within the area Facelift/renovation of buildings & facades Lack of consideration of the area’s heritage & character C. Develop cost- Lack of general awareness re cost reduction potential of waste and effective waste & energy management energy management Lack of adequate recycling facilities within the area 1.1.3. Prioritised Actions A matrix of prioritised actions for achieving the project key sustainability outputs of: Resource efficiency; Jobs created; Jobs safeguarded; Businesses supported, is set out in the following table. In setting the priorities, consideration has been given to the overall need to minimise costs for existing businesses. This has been done in recognition of the response, which identified that 56% of businesses would consider moving if faced with increased rent and/or rates. We have estimated that, as a result of the successful implementation of the proposed prioritised actions, the potential for job creation is 30-40 after 3 years and 130-200 after 7 years. Our analysis suggests that there are significant and sustainable gains to be made provided that the current negative social and identity impacts can be controlled and minimised. A key element in improvement lies in protecting small businesses on a collective, economic basis within secure industrial zones. This allows the companies to concentrate more effectively on business development and spend less time/resources on the damaging effects of actual or potential criminal activity. The achievement of this objective will take time, hence the projection that it will take at least 3 years before the gains become significant. 6 Dalton Lane - Landscape Implementation Plan - Final report Prioritised Action Matrix Action Description & Key Overall Site Relative Estimated Identified Priority Reason Sustainability Priority cost time scale Contributors Cross (subsection category Reference 5.1) Reference 1 Set up an Estate Club Potential to A, B & C Low 2 months BiC; BMDC; – Coordinated contribute Estate approach needed to significantly to businesses achieve many of the all four improvements 2 Develop estate Jobs A Some 6 months to Estate Club; security improvement safeguarded; elements develop the Community programme – Top Businesses low, others programme Safety Team; priority of supported medium or then rolled out Private security respondents. NOTE: high in 1-7 years to service providers must be coordinated implement with 3 below 3 Agree and implement Jobs A, B Low 6-12 months to Estate Club; identifiable ‘zones’ safeguarded; develop and BMDC; Highways across the area – businesses implement Authority; Helps create a supported Businesses within structure and identity the area/zones for the area 4 Improve internal & Businesses A & B Low-high 2-24 months Estate Club; external signage + supported; dependent with some Highways general maintenance: Resource on extent starting after Authority; BMDC particularly street efficiency zones lighting & signs, peak (reduction in established traffic flow systems, time/fuel) better access & manoeuvring for HGV’s – Identified as important issues 5 Implement agreed Businesses A, B & C Medium to 1-5 year roll Estate Club; zone structure and supported; High out Community security Jobs programme Safety Team; arrangements for safeguarded; BMDC; Private them – Creates jobs created security service combined security providers and identity benefits 6 Develop & implement Jobs created; B Medium 6-12 months to Estate Club; land management Businesses develop and BMDC; Estate scheme within supported implemented landlords & established secure after preceding businesses zones – derelict land actions given a high priority (estimated to by respondents start 1.5-2 yrs into the programme) 7 Carry out Envirowise Resource C Free initial Can be started Estate Club; & Action Energy visits efficiency; visits within 1 month Envirowise; to appropriate Businesses Action Energy; businesses – Lack of supported; Estate awareness of Waste Jobs businesses & Energy costs and safeguarded potential savings 8 Establish a recycling Resource C (also Medium Co-ordinate as Estate Club; facility based on zone efficiency; contributes to B) per 6 above BMDC; Pennine structure
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